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514530Wp0in0gy10box342028 GYANDOOT PROJECT: ICT INITIATIVE IN THE DISTRICT OF DHAR, MADHYA PRADESH* I. Abstract Public Disclosure Authorized Gyandoot, which means “Purveyor of Knowledge” in Hindi, is a government-to-citizen, intranet-based service portal, implemented in the Dhar district of the state of Madhya Pradesh, India, in January 2000. The project was designed to extend the benefits of information technology to people in rural areas by directly linking the government and villagers through information kiosks. The kiosks provide access to a variety of government services, such as registration of complaints and submission of applications for the issuance of certificates and loans. Data on prices of agricultural crops in different markets are also available. Under the project, 38 kiosks have been established, with each kiosk covering approximately 38 villages in its vicinity. This has facilitated easy access to government services, for which the villagers previously had to travel to the district headquarters situated miles away. Nearly 6,000 complaints were filed in the first year, highlighting Public Disclosure Authorized inefficiency in the workings of various departments of the district administration. Such complaints are to be resolved within a stipulated period of seven days. This ease of complaint has forced some level of accountability in the functioning of government officials. In addition, access to market prices empowers the farmers in negotiating with buyers. Gyandoot pioneered the idea of rural telecenters in India. The project concept has been replicated by other information and communication technologies (ICT) development initiatives in India. Gyandoot was considered to be very successful in the early years of its implementation, and the project was awarded the Stockholm Challenge IT Award in 2000 for public service and democracy. However, subsequent evaluations have reported diminishing levels of activity, placing in question on the long-term viability of the Public Disclosure Authorized project. II. Background Gyandoot is a government-to-citizen intranet-based service portal, implemented in the Dhar district1 of the state of Madhya Pradesh. The state has a population of 1.7 million, with 60 percent living below the poverty line and 54 percent belonging to the category of “scheduled tribes.”2 The goal of the Gyandoot project was to establish community- owned, technologically innovative, and sustainable information kiosks in this poverty- stricken, tribal-dominated rural area of Madhya Pradesh. Rajesh Rajoura, Collector (head Public Disclosure Authorized * This case study was prepared by a team comprising Prof. Subhash Bhatnagar and Ankita Dewan at the Indian Institute of Management (Ahmedabad) and Magüi Moreno Torres and Parameeta Kanungo at the World Bank (Washington DC). 1 A district is home to nearly 40 offices of various development and regulatory departments. The district collector is the head of its administration. 2 Scheduled tribes are the poorest and the most underprivileged people in the community. 1 Empowerment Case Studies: Gyandoot Project of the administration) of Dhar, and Amit Aggarwal, CEO of the district panchayat (local government), conceptualized the project in November 1999. Gyandoot was launched on January 1, 2000, with the establishment of a low-cost intranet connecting a server at the district headquarters with 20 government-owned information kiosks in five blocks of the district. Subsequently, 17 privately owned kiosks were added. Each information kiosk or soochanalaya consists of a computer, a modem, a printer, an uninterruptable power supply (UPS) system which includes a backup battery in case of a loss of electricity, furniture, and stationery. These kiosks are located in government buildings or at prominent locations, such as markets, or along the main roads. The central hub is located in the district administrative headquarters at the collectorate. The information on the portal is in the local language, Hindi. Each kiosk provides services to 10 to 15 gram panchayats (village councils) covering 20 to 30 villages and a population of 20,000 to 30,000 people. The kiosks enable villagers to apply for different government services and file complaints online by sending e-mails in Hindi to the district headquarters. E-mails received by the official at the district headquarters (complaints and applications) are forwarded “by hand” to the concerned departments. These transactions are handled manually because most of the departments that need to act on the applications and complaints have not been computerized. Some of the services offered include information on agricultural crop prices, online registration of applications for obtaining copies of land records, an online public grievance system, and a village auction site. Application processing for driving licenses and access to the secondary and higher secondary board examination results were added after one year of project implementation. Privately owned kiosks have added services such as telephone booths, photocopying, horoscope services, and computer training The owner of the kiosk, known as a soochak, is selected from three nominees proposed by the local community. The district council provides training to these nominees. At the end of the training, the best trainee is chosen as the soochak. Soochaks are mostly young and educated, and they work more as entrepreneurs than employees. Soochaks are not entitled to receive any salary and are expected to bear the costs of stationery and telephones. Their income comes from a fee of Rs 10–15 charged for different types of services provided to the citizens at the kiosks. Ten percent of the income from the kiosk is to be paid to the district councils. A license fee of Rs 5,000 per year is paid by the soochaks of the privately owned kiosks. The district council pays the license fee of the government-owned kiosks. A nonprofit institution has been set up to manage the project. The National Informatics Center provides technical support and guidance in system maintenance and software development.3 The funds for the Gyandoot network have come from several sources. The kiosks have been set up through private funding, supplemented with loans provided by public institutions. The networking infrastructure was built entirely by government funds. Private foundations have now come forward to fund expansion of the network. 3 The National Informatics Center is a department of the federal government with units at the state and district levels. It develops and implements IT solutions for different departments of the government. URL: <http://home.nic.in>. 2 Empowerment Case Studies: Gyandoot Project III. Impact/Results The project has established itself in more than 600 villages, covering 9 out of 13 development blocks in the district of Dhar. Moderate activity levels were reported in the very first year of the project operation. For example, more than 6,000 e-mail complaints pertaining to income and caste certificates, pending pension amounts, and drinking water shortages were lodged through these kiosks. Villagers who used the Gyandoot kiosks saved time and the cost of travel to the district headquarters to obtain documents and services from the government. To file complaints or submit an application, villagers might have to spend Rs 25–35 (nearly one day’s wages) to go to district headquarters (which could be up to 100 miles away), and would also suffer a loss of wages or other earnings for the day. Often, a single trip may not be sufficient to get the task done. In an evaluation of the Gyandoot project, 50 percent of the users interviewed perceived that, through Gyandoot, there was less harassment from government officials. The villagers had quicker access to government officials than before, their requests were given due priority, follow-up work on pending issues was initialized quickly, and there was a feeling among users that the corruption level had gone down.4 Gyandoot worked as a catalyst for improving computer awareness in rural areas of the district. Private computer training institutions were set up in the region. About 120 rural youth were trained in soochanalayas. Computer clubs were established in various high schools, and students were taken for study tours to the nearest soochanalayas. Impressed by the early success of Gyandoot, a member of parliament has allocated Rs 2,500,000 to develop a new model of e-education by setting up information kiosks in 30 schools. After recognizing the increased awareness about computers and IT in the district, the Indira Gandhi National Open University (IGNOU) has opened a study center for undergraduate and postgraduate courses on computer applications in its distance education program. The government of Madhya Pradesh has instituted an annual Gyandoot cash award of Rs 200,000 (US$ 4,320) for the project that best takes IT to the state’s poor. IV. Key Elements of Empowerment Information The Gyandoot project has been instrumental in providing timely and easy information access to villagers living in many remote and isolated rural areas of the district of Dhar. Updated information regarding the public food distribution system (availability of subsidized food grains to poor families), lists of families below the poverty line, beneficiaries of social security pensions, beneficiaries of rural development schemes, information regarding government grants given to village committees, and other subjects 4 Center for e-Governance, IIM (Indian Institute of Management), Ahmedabad. In an evaluation study conducted in April 2002, 32 users were interviewed. 3 Empowerment Case Studies: Gyandoot Project of interest to villagers is available on the intranet. Information on crop prices has enabled farmers to obtain better deals for their produce. Box 1: Information on Crop Prices Get Farmers a Better Deal The local traders of the Bagadi village quoted a price of Rs 300 a quintal (a hundredweight or 100 kilograms) to farmers for their potato crop. Through the kiosk, the farmers could find out the price in a particular market that was 100 miles away was Rs 400 a quintal. The farmers sold the crop in that distant market and earned an additional profit of Rs 100 a quintal.
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